Building @senpaispmdojo @Maryanns_LLF
Nigeria
Joined April 2022
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Adaeze Chukwu retweeted
Part 2 of Finding your Footing in the Age of AI
Where does AI actually fit in your work or your life.
I have worked with brand in in my AI agency, and this is a real problem.
Read this, there is a practical tip to follow at the end.
Day 4 of posting product management tips.
What’s the biggest hindrance in your product management journey so far?
1. Landing your first role?
2. Getting practical experience?
3. Learning product management?
How can @Senpaispmdojo help?
If this shows up on your page, please repost for reach❤️
Day 3 of sharing product management tips
You need experience to get the job, but you need an opportunity to get experience.
That was the tension behind one finding from our survey at @Senpaispmdojo: 10 out of 18 respondents identified practical experience as a major hurdle.
It's a small survey, not a representation of every aspiring PM. But it's a finding worth discussing.
At SPD, we're trying to bridge that gap through collaborative product building, feedback, presentations and opportunities to practise what learners have studied.
No promises of guaranteed employment. Just a deliberate effort to help aspiring PMs build practical skills and evidence of what they can do. ❤️🔥
If you're trying to break into Product Management, what's your biggest obstacle right now?
Getting experience, finding opportunities, knowing what to learn, or something else?
I'd genuinely love to hear your perspective.
The last bucket is process, which describes how team works together.
You might have a superbly talented team with a very clear understanding of what the end goal is, but if it’s not apparent how everyone’s supposed to work together or what the team’s values are, then even simple tasks can get enormously complicated.
Who should do what by when? What principles should govern decision-making?
The next important bucket that managers think about is people, otherwise known as the who.
Are the members of your team set up to succeed? Do they have the right skills? Are they motivated to do great work?
If you don’t have the right people for the job, or you don’t have an environment where they can thrive, then you’re going to have problems.
To manage people well, you must develop trusting relationships with them, understand their strengths and weaknesses (as well as your own), make good decisions about who should do what (including hiring and firing when necessary), and coach individuals to do their best.
The next important bucket that managers think about is people, otherwise known as the who.
Are the members of your team set up to succeed? Do they have the right skills? Are they motivated to do great work?
If you don’t have the right people for the job, or you don’t have an environment where they can thrive, then you’re going to have problems.
The purpose is the outcome your team is trying to accomplish, otherwise known as the why.
Why do you wake up and choose to do this thing instead of the thousands of other things you could be doing?
Why pour your time and energy into this particular goal with this particular group of people?
What would be different about the world if your team were wildly successful?
Everyone on the team should have a similar picture of why does our work matter?
If this purpose is missing or unclear, then you may experience conflicts or mismatched expectations.
The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.
The purpose is the outcome your team is trying to accomplish, otherwise known as the why.
Why do you wake up and choose to do this thing instead of the thousands of other things you could be doing?
Why pour your time and energy into this particular goal with this particular group of people?
What would be different about the world if your team were wildly successful?
Everyone on the team should have a similar picture of why does our work matter?
If this purpose is missing or unclear, then you may experience conflicts or mismatched expectations.
I’ve come to think of the multitude of tasks that fill up a manager’s day as sorting neatly into three buckets: purpose, people, and process.
Making a team function well is harder than it looks.
Research consistently shows that teams underperform, despite all the extra resources they have.
That’s because problems with coordination and motivation typically chip away at the benefits of collaboration.
When it comes to management in general, at any given point in time, it can be hard to accurately judge.
A great manager might be asked to lead a new team, and because it takes her time to ramp up, her results might be unimpressive at the beginning.
On the flip side, a bad manager might achieve a few quarters of amazing results because she inherited a talented team or set high-pressure ultimatums that had people burning the midnight oil.
Time, however, always reveals the truth.
Day 3 of sharing product management tips
You need experience to get the job, but you need an opportunity to get experience.
That was the tension behind one finding from our survey at @Senpaispmdojo: 10 out of 18 respondents identified practical experience as a major hurdle.
It's a small survey, not a representation of every aspiring PM. But it's a finding worth discussing.
At SPD, we're trying to bridge that gap through collaborative product building, feedback, presentations and opportunities to practise what learners have studied.
No promises of guaranteed employment. Just a deliberate effort to help aspiring PMs build practical skills and evidence of what they can do. ❤️🔥
If you're trying to break into Product Management, what's your biggest obstacle right now?
Getting experience, finding opportunities, knowing what to learn, or something else?
I'd genuinely love to hear your perspective.
Day 2 of sharing product management tips.
Knowing what an MVP is and deciding what makes it into the MVP are two very different things.
One is knowledge. The other requires judgment.
And that applies to prioritisation, writing PRDs, working with designers and developers, and almost everything else in Product Management.
You don't develop those skills by collecting certificates alone. You develop them by doing the work, making decisions, getting feedback, and learning from the outcome.
This is why practical experience matters just as much as what you learn.
You don't need to know everything before you start. You need opportunities to practise what you know.
That's part of what we're building at @Senpaispmdojo . ❤️🔥
What's one PM skill you understand in theory but would love more opportunities to practise?
Adaeze Chukwu retweeted
PM EXERCISE: The numbers look bad. Now what?
Your team discovers that 70% of users who start a registration process never finish it.
Your founder says, “Let's remove two steps.”
Before agreeing, consider these questions 🧵:
In product management, you could come up with 10 ways to monetise a product without knowing whether any of them would work.
So, for my independent Duplo case study, I'm doing something less exciting but more important.
I'm researching the problem before proposing a solution. 🧵
The question I'm exploring is:
Should some of Duplo Dashboard's capabilities be repackaged or monetised differently?
My first instinct could've been to suggest premium features, pricing tiers and subscription plans.
But how do I know what to charge for if I don't understand the users first?
I need to understand who's using the product, what their workflows look like, where they experience friction, how they work around it, and whether solving those problems is worth paying for.
Because a feature can sound brilliant in a presentation and still solve a problem nobody cares enough about.
That's one thing I'm learning from this case study:
Product Management isn't about generating the most ideas.
It's about moving from a business question to a decision you can defend with evidence.
I'm still in the research phase, and I'm resisting the urge to jump straight into solutions.
I'm using publicly available information about Duplo, alongside independent research. This isn't a commissioned project, and I don't have access to Duplo's internal data.
I'll share my process, findings and recommendations as I go.
Want access to my research? Reply to this thread and let me know. 👀
Day 2 of sharing product management tips.
Knowing what an MVP is and deciding what makes it into the MVP are two very different things.
One is knowledge. The other requires judgment.
And that applies to prioritisation, writing PRDs, working with designers and developers, and almost everything else in Product Management.
You don't develop those skills by collecting certificates alone. You develop them by doing the work, making decisions, getting feedback, and learning from the outcome.
This is why practical experience matters just as much as what you learn.
You don't need to know everything before you start. You need opportunities to practise what you know.
That's part of what we're building at @Senpaispmdojo . ❤️🔥
What's one PM skill you understand in theory but would love more opportunities to practise?
Adaeze Chukwu retweeted
@TemsiAfrica is live as a Partner on @salaryindexng 🚀
@TemsiAfrica just released The African Tech Marketing Pulse 2025/2026 report
Explore how founders fund marketing, what investors expect and how in-house and freelance marketers experience the work.
Go check it out: temsiafrica.s.gy/tmpulse26
Adaeze Chukwu retweeted
This week's reminder for anyone trying to break into Product:
A certificate can show that you completed a programme. It doesn't tell the whole story of what you can do.
Knowing the terminology is useful, but applying the concepts matters too.
One of the most frustrating things about trying to become a Product Manager is seeing “1–2 years of experience required” on an entry-level job.
How are you supposed to get experience when you're trying to get your first opportunity?
Let's talk about what you can do before you land that first role. 🧵
This is part of the thinking behind @Senpaispmdojo.
We want aspiring PMs to have opportunities to learn the fundamentals, work with a team, build products and receive feedback.
Not just consume information and hope they're ready.
Will doing these things guarantee you a PM job? No.
But they can help you develop your skills and give you concrete examples to discuss when opportunities come.
You don't have to wait for a job title before you start practising.